Agile Acquisition. Peter Modigliani 10 Dec 12. Presented to: Mr. Koen Gijsbers. General Manager NATO Communications and Information Agency

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1 Agile Acquisition Peter Modigliani 10 Dec 12 Presented to: Mr. Koen Gijsbers General Manager NATO Communications and Information Agency Approved for Public Release; Distribution Unlimited The MITRE Corporation. All rights reserved.

2 2 Purpose / Outline To highlight how Agile development can turn around a broken IT Acquisition environment to rapidly deliver capabilities Current IT Acquisition Challenges Agile Development Overview How IT Acquisition Can Be More Agile

3 3 DoD IT Acquisition Challenges The Defense Acquisition Framework is too large, complex, and slow to effectively acquire IT capabilities Framework built for major weapon systems (aircraft, ships, tanks) Major IT systems average 91 months* to deliver capabilities An IT system today would deliver capabilities conceived in 2005 DoD Enterprise Resource Planning (ERP) programs are $6B over budget and 31 years behind schedule** Cannot replace dozens of legacy systems with a new $1B system * Defense Science Board Report on IT Acquisition ** Sen McCaskill at Congressional Hearing

4 4 Large Software Projects Rarely Succeed Software Project Labor Costs Probability of Success <$750K 71% $750K - $3M 19% >$3M 2% Source: Standish Group Chaos Report 2009

5 5 Agile Software Development Focused around small, frequent releases of capabilities Working software valued over comprehensive documentation Responsive to changes in operations, technology, budgets, etc Active collaboration of users, developers, other stakeholders

6 6 Agile Terms and Timelines Release 6 Months Capability to deliver to users Comprised of multiple sprints Sprint 1 Month Priority capabilities developed, integrated, and tested Demonstrated to users with potential to deliver Scrum Daily Small, self-organizing teams plan development activities Review progress and identify impediments Agile terms and timelines will vary based on the dozens of development approaches

7 7 Agile Requirements Are Managed Via Backlogs Program Backlog Release Backlog Sprint Backlog Sprint Demo User Highest Priority Requirements Highest Priority Requirements Develop, integrate, and test User Feedback An evolving, prioritized queue of requirements Integrates operational and technical requirements Actively managed (groomed) with user inputs and reviews Development team commits to scope of work for a sprint Sprint scope is locked, while release scope may change Sprint demos may identify new features or defects which would be added to the release or program backlogs n

8 8 Agile Requirements Can Be in User Stories As a [user role], I want to [goal] so I can [reason] As a registered user, I want to log in so I can access subscriber-only content Concise, written descriptions of a capability valuable to a user High-level description of features Written in user language, not technical jargon Provides information to estimate level of effort Small and succinct Worded to provide a testable result Traceable to overarching mission threads

9 Storyboards and Mockups Help Team Visualize the System and Features 9 Storyboards Mockups Narrative visual depictions set in time to describe system use Visual depictions of the feature of the system

10 10 Agile Estimation User stories can be estimated using story points, staff hours, etc. Performed by the development team to gauge complexity Sizing is used to determine sprint Velocity (progress) Determining size drives complexity discussion and agreement Iterative and incremental process Increasingly accurate over time based on past performance Fibonacci series often used for story points to assign relative size 1

11 11 Planning Release Strategic High level Considers user stories to develop for the major releases Conducted after initial product backlog developed Outlines intent, not a commitment Revised after every sprint Sprint Tactical level details Commit to a set of user stories Development team and product owner Daily Development Team stand-up What have you done? What are you going to do? Any obstacles?

12 12 Sprint Execution Design Develop Integrate Test Review Demo How to go from user story to code Develop code and track tasks Continuously, at least daily Automated and integrated testing How team can improve for next sprint Demo functionality to users and stakeholders Run through the full process monthly

13 13 Core Agile Roles Product Owner Manages the backlog(s) and requirements prioritization Responsible for understanding and communicating users and stakeholders operational concepts to development team Scrum Master Facilitates the process, shields the team from distractions Enforces rules and keeps team focused on tasks Development Team Self organizing team comprised of 5-9 members Developers, software and security engineers, data specialists, testers, etc

14 14 Traditional vs Agile Practices Traditional Practices Agile Practices Completely defined in detail up-front Requirements Iteratively refined during development Detailed cost estimates and full funding Risk Reduction Incremental releases and sprints Early, large, and document-intensive Reviews Small, frequent, and often informal Process and documentation Emphasis Knowledgeable, empowered teams Detailed plans freeze solution early Baselines Adapted to new info in development At end of an increment (years) Delivery At end of a release (months) Earned value measures against plan Measurement Frequent capability deliveries Independent, following development Testing Daily development, integration, test Acceptance at end of increment Users Active for continual review and feedback

15 15 12 Best Practices for Agile Programs 1 Integrate users throughout the development lifecycle 7 Conduct continuous, competitive prototyping 2 Hold user conferences 8 Integrate testing, certification, and accreditation activities 3 Structure program to deliver capabilities every 12 months 9 Integrate Agile IT expertise 4 Require developers to deliver regular iterations 10 Leverage common IT develop, test, and production platforms 5 Use Agile IT contracting 11 Leverage capstone documents 6 Perform ongoing, incremental systems engineering reviews 12 Use collaboration software

16 16 Scaling Agile for Large Programs Integration requires sound system engineering discipline Robust enterprise architecture guides individual developments System performance design and testing on system and components Strategies, backlogs, and roadmaps define clear program structure Cross-Team integration requires frequent collaboration on issues

17 17 Agile Is More Responsive to Changes Agile Program $10M Project 1: $1M Project 2: $1M Project 3: $1M Project 4: $1M Project 5: $1M Project 6: $1M Project 7: $1M Project 8: $1M Project 9: $1M Project 10: $1M Project New: $1M How would each program respond to: An under-performing contractor? Schedule slips? A $2M budget cut? A new short-term user requirement priority? Traditional Program $10M Program $10M

18 18 Risks for Agile Adoption Resistance to adopt Agile from leadership, program office, or users Education and demonstration of success is critical early/often Managing the many piece parts Increased emphasis on SE, Integration, Collaboration of activities Imposing large system bureaucracy constraints Oversight, documentation, and reviews must be streamlined Lengthy contracting, testing, and certification timelines Get stakeholders involved from start to operate within timelines Expecting Success From the Start Agile is a new paradigm that will take time to effectively integrate

19 19 Summary Small, frequent deliveries reduce cost, schedule, and risk Active user and stakeholder collaboration responsive to changes Tighter integration of users, developers, testers, and engineers Agile requires radically different policies, culture, and mindset

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